B OS TO N C O LLE G E
C ENTER FOR W ORK & F AMILY
E X E C U T I V E
In this Issue:
• The economic, social, and demographic context for work-life issues in Germany
• The German government work-life regulations
and supports
• Work-life best practices and recommendations
for future progress
Authored by:
Martin L. Stolz, Ph.D.
Catholic University of Eichstaett-Ingolstadt,
Ingolstadt School of Management
Special thanks to:
Christian Hug
Discovery Communications Deutschland
GmbH & Co. KG
Anne Schiefer
F. Hoffmann-LaRoche AG
Contributing Staff:
Jennifer Sabatini Fraone
Danielle Hartmann
Iyar Mazar
Executive Director:
Brad Harrington
Boston College Center for Work & Family
B R I E F I N G
S E R I E S
Work-Life in Germany
Germany is one of the largest economies in the world, having rebounded quickly
from the global recession, and organizations working in Germany or in cooperation with German companies are seeking to find ways to better understand the
factors that may affect the employer-employee value proposition. This briefing
provides background information on the demographic, political, economic, social
and cultural environments in Germany, as well as implications for organizations
planning to implement work-life initiatives there.
Demographic, political, economic, social and cultural contexts in
Germany
Socioeconomic Indicators in Germany (July 2011)
Population
81,471,834
Infant Mortality
3.54/1,000 births
Fertility Rate
1.41 children born/woman
Life Expectancy
80.07
GDP Growth Rate
3.6%
GDP Per Capita
$35,900
Unemployment
7.4%
Literacy Rate
99%
Source: CIA World Factbook, Germany
Germany lies in the heart of Europe. Comparable to the size of the US state of
Montana (Central Intelligence Agency World Fact Book, 2010), it is surrounded by
nine neighbors: Austria, Belgium, the Czech Republic, Denmark, France, Luxembourg, the Netherlands, Poland, and Switzerland (N.U., 2010). In the north, Germany, borders the North Sea and the Baltic Sea, and in the South it is bordered by
the Alps. Some of the biggest rivers in Europe, for instance, the Rhine, the Danube, and the Elbe, flow through Germany (N.U., 2010).
Demographic Context
Germany has approximately 82 million inhabitants (2009; Bundesministerium fuer
Arbeit und Soziales (BMAS), 2010), making it the “[…] European Union’s most
populous nation […]” (N.U., 2010). Its capital, Berlin, is the biggest city with roughly
3.4 million inhabitants (N.U., 2010). About 89 percent of the population lives in cities and suburbs. There are 81 cities with over 100,000 inhabitants (N.U., 2010).
German society is quite heterogeneous. Almost 9% of the total population are immigrants (BMAS, 2010), with Turks making up the greatest proportion of all immigrants, at 24% (N.U., 2010). Based on inflow, the OECD ranks Germany the second
most “important immigration country” after the United States (Liebig, 2007).
Approximately 63% of the total population is Christian,
evenly representing the Roman Catholic and the Protestant
faiths, approximately 5% are Muslim, and 28% are unaffiliated or represent other religions (N.U., 2010). Freedom of
faith is guaranteed by the basic constitutional law.
Similar to many states in the European Union, the population of Germany is aging. Low birthrates – about 1.41
children per woman (CIA World Factbook, 2011) – and
an increased life expectancy – for males it is currently 77
years, for females 82 years of age (N.U., 2010) – lead to
an ageing society with the group of 65 years and older
expected to make up 33% of the population in 2050 (cf.
Germany Population Pyramid, 2010 and 2050). About
42 million people are female, and 40 million are male
(BMAS, 2010). This will cause severe challenges in the
future, as the social systems in Germany are based on
cross-generational contracts.
Germany Population Pyramid: Age and sex distribution for the year 2010
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
4.0
3.5
3.0
2.5
2.0
1.5
1.0
0.5
0.0
0.0
0.5
Population (in millions)
1.0
1.5
2.0
2.5
3.0
3.5
4.0
Germany Population Pyramid: Predicted age and sex distribution for the year 2050
80-84
75-79
70-74
65-69
60-64
55-59
50-54
45-49
40-44
35-39
30-34
25-29
20-24
15-19
10-14
5-9
0-4
6.0
5.0
4.0
3.0
2.0
1.0
0.0
0.0
1.0
Population (in millions)
Source: U.S. Census Bureau, International Database.
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2.0
3.0
4.0
5.0
6.0
Family is considered very important in Germany, although
traditional gender roles continue to change (Bundesagentur für Arbeit, 2010a). About 65 percent of mothers
participate in the labor force, and the number of dual
income couples without children has increased (Bundesagentur für Arbeit, 2010a). This is evident in that over 40%
of German women between ages 25-49 reside in childless
households, which is well above the OECD average of
34%. Germany and the United Kingdom also share the
record for highest average age at which women choose to
have their first child, which, at 30, places them above all
other OECD countries (OECD, 2011b).
Political Context
Germany has been a democratic parliamentary federal
democracy since 1949 (N.U., 2010). It is divided into 16
federal states called Bundeslaender, with six Bundeslaender
located in the former East-German territory and 10 in
the former West-German territory. All Bundeslaender
have their own constitution, parliament and government
(N.U., 2010). Therefore, Germany is also known as the
Federal Republic of Germany.
Germany is considered a welfare state with “an all-embracing system of health, pension, accident, long-term
care, and unemployment insurance” (Giehle, 2010). Approximately 27% of the GDP is channeled into public welfare spending (Giehle, 2010). Income taxes, ranging from
14 percent to 45 percent depending on income levels, also
support the welfare state programs.
Germany is also known for providing free higher education. Of the approximately two million secondary students
in Germany, 43% go on to pursue higher education (Winkler, 2010). Ninety percent of university students attend
public institutions or universities (Winkler, 2010). The
university system has undergone major changes recently,
establishing Bachelor’s and Master’s degrees that follow
international standards (Winkler, 2010). To manage some
of the rising costs, some Bundeslaender in Germany have
recently introduced tuition fees of 500 Euros per semester starting with the first semester (Winkler, 2010).
Economic background
Germany is the largest economy in the European Union
(EU), and the fourth largest worldwide (N.U., 2010). In
addition, until 2009, Germany was the unofficial export
world champion (Bundesministerium fuer Wirtschaft und
Technologie (BMWi), 2010).
Germany is an industry-driven economy with many worldleading small to medium sized businesses, employing
about 25 million people (Bundesministerium fuer Familie,
2010a). The country’s main sectors are automobile manufacturing, engineering, high technology, and chemicals
(N.U., 2010), with a strong focus on research. Germany
is the leading European nation regarding the submissions for patent registrations (Winkler, 2010) and also
has strong non-university based research at scientific
institutes such as Helmholtz, Fraunhofer, Leibniz or MaxPlanck (Winkler, 2010).
Germany has many urban areas, such as Cologne, Dusseldorf, Frankfurt, Hamburg, Munich and Stuttgart,
which have strong economies. Leipzig and Dresden in
East Germany have become prosperous economic sites,
after organizations, such as Siemens, BMW, Porsche and
Volkswagen established facilities in those areas following
the reunification in 1990.
Regional Differences
Despite the growing prosperity of eastern Germany, there
are still regional differences between East and West Germany. Whereas the West generally shows a low average unemployment rate of approximately 6.9 percent (2009), the East
shows an unemployment rate of 13% (Bundesagentur für
Arbeit, 2010a). This gap has historic reasons, as former West
Germany, a parliamentary democracy and a social market
economy, experienced an economic boom during the 1950s
and 1960s (Winkler, 2010) which helped form the strong
economy that we see today. The former East Germany, on
the other hand, under its Marxist-Leninist-government (Winkler, 2010) experienced slower growth during the decades
following World War II. Currently though, due to the positive
development of the economy in Germany, the gap between
the West and the East employment levels has diminished,
as unemployment rates in October 2010 decreased to 10.7
percent for the East (Bundesagentur für Arbeit, 2010b).
Social and cultural environment
In Germany – as in many other industrialized countries
- a new working generation, Generation Y, is emerging.
They, like their cohorts in other countries, seek professional challenges and rapid advancement in addition
to time and flexibility to balance work and life. Knowing
that they will face a shortage of qualified workers in the
future, organizations will need to compete for talent in
this workforce. A recent study found that only about 50
percent of employees feel committed to their employer
(Mercer, 2011), which indicates that companies have to
think of ways of increasing employees’ organizational
commitment and focus more strongly on creating a positive work-life culture.
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Companies are also striving to find ways to improve
women’s integration and equality in the workforce. In
Germany, it is the norm for mothers to leave the workforce when her children are young. However, more
women are graduating from university and an increased
percentage of women, especially mothers, are participating in the labor force. The proportion of women in senior
management, however, remains very low (Kienbaum,
2011). Women make up only about 7.7 % of the board or
supervisory board members, on average, in the 160 biggest German companies/DAX-160 (FidAR, 2011). Political
pressure to support a requirement of women serving on
Boards has increased, with most organizations preferring
a more flexible approach than a rigid quota.
Work-Life
The following section contains information on current
and future government policies and programs, as well
as nongovernmental programs and company based
initiatives, linked to foster work and family integration in
industries throughout Germany.
Governmental Support & Regulations
Work hours
The general framework of working hours for blue and
white-collar workers is first defined by law and then by labor agreements, which is negotiated between the employer
and representatives of trade unions. A normal working
day is not allowed to exceed 8 hours as averaged over 6
months. Work is generally allowed from Monday to Saturday (Bundesminsterium der Justiz (BMJ) & juris GmbH,
1994). After work, employees must be guaranteed 11 hours
of continuous rest (BMJ & juris GmbH, 1994). Exceptions
for working hours and days do exist and are also regulated
by law. For example, working on Sundays and holidays
is allowed if a minimum of 15 working free Sundays are
also guaranteed. This regulation is mainly limited to fire
stations, restaurants, and medical centers that require
continuous operation (BMJ & juris GmbH, 1994). Current
average working hours per week are 37.4 hours in the Western part of Germany and 38.8 hours in the Eastern part of
Germany (2009; Institut der deutschen Wirtschaft, 2010).
As a whole, Germany has the third lowest total work time
out of all OECD countries (OECD, 2011a).
Organizations with more than 15 employees must also,
by law, guarantee part-time work to all employees who
request it and have worked for at least six months at the
organization (BMJ & juris GmbH, 1994). Generally, parttime work is more common among women, who request
it to manage their dependent care responsibilities. It is
less common for men to request part-time work for family reasons (berufundfamilie. Eine Initiative der gemeinnuetzigen Hertie-Stiftung, 2010b).
Labor Unions
In Germany, especially in traditional industries, trade
unions have always played an important role in advocating for acceptable payment, decent labor conditions and
reasonable working hours and vacation. Most of the
unions, including IG Metall and ver.di, the two largest
trade unions, sit together under the roof of the Deutsche
Gewerkschaftsbund (DGB), the German confederation
of the trade unions. While IG Metall mainly focuses on
employees in the metal, textile, and information/communication industry, ver.di is the trade union for employees
in the service industry sector.
Retirement
Both German industry and government are concerned
with the prospective talent shortage in the future and an
overload of the social system due to the aging population in Germany. As a result, the German government has
increased retirement age from 65 to 67 years of age. It will
start stepwise in 2012 and will reach full effect in 2035.
The goal is to keep more employees in the workforce
as well as to decrease the burden on the social system,
in which a decreasing number of younger citizens have
to provide pension support to an increasing number of
retired workers. Currently around 10 percent of the gross
pay earned by an employee is transferred to the pension
fund, and the same amount is also contributed to the
fund by the employer.
Child care
In 2007, the government introduced the program called
parent’s money (Elterngeld). After the birth of a child, if
either parent decides to leave work for a certain period
of time, the state pays 67% of the monthly average net
income, not to exceed 1,800 Euros per month (Bundesministerium fuer Familie, 2010c). Parents who were not
working before they became parents receive the minimum amount of 300 Euros monthly added to the family
income. Parent’s money is granted for a maximum period
of 14 months starting with the day of the birth. The period of 14 months can be divided between both parents,
though one parent can only ask only for a maximum of 12
months. A single parent is eligible for the full 14 months
(Bundesministerium fuer Familie, 2010c). Initial figures
demonstrate that due to parent’s money, 80 percent of
parents take advantage of this offering to care for their
children (Bundesministerium fuer Familie, 2010d).
Gender differences are significant here, where between
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January 2007 and June 2008, 87% of mothers sought to
claim parental allowance for twelve months, while only
13% of fathers did the same. The majority of fathers in
this time period (65%) took the allowance for two months
(Böttcher and Krieger, 2008).
In addition to parent’s money, all working parents have
the right to ask for parental leave to raise and look after
their children until they are three years of age (Bundesministerium fuer Familie, 2010c). During this period of
time, parents are eligible to take a leave of absence from
work with a guaranteed right to return to the same job or
a comparable position within the company.
Child Allowance (Kindergeld) is granted independently
from income. It is closely related to the number of children at home and is determined as follows: for the first
and the second child, 184 Euros per child per month is
allocated to the family to help support the child(ren); for
the third child, 190 Euros per month is allocated, and
for the fourth or more children, 215 Euros is provided to
the family (Bundesministerium fuer Familie, 2010b). It
is granted until the age of 18, or until the age of 25 years,
if the child is still following apprenticeships or attending
higher education institutions (Bundesministerium fuer
Familie, 2010b).
About 2/3 of mothers between the age of 18 and 30 years
take advantage of child care services outside of their own
home to care for their children at least part of the time. If
additional day-care were available, 53 percent would also
like to take advantage of a day-care spot (Bundesministerium fuer Familie, 2010d). Still, for most women, it
is difficult to find day-care support (Bundesministerium
fuer Familie, 2007). In the first year after a child is born,
most parents, especially mothers stay at home. Parent’s money gives them a certain amount of flexibility. In
subsequent years, grand-parents are a valuable source of
dependent care support (Bundesministerium fuer Familie, 2010d), especially if day-care spots are difficult to secure. Starting in 2013, every child over the age of one will
be eligible, legally, to ask for a spot in a child care facility
(Bundesministerium der Finanzen (BMB), 2010). As it is
not expected that every child will need the spot, it is the
goal to secure spots for 35% of children over the age of
one in a child care facility (BMB, 2010).
Most important initiatives for working parents with school-aged children under 18
Reliable school hours
No class cancellations
Homework supervision
Lunch at school
All-day school/care
0
20
40
60
(Percentage)
Source: (Bundesministerium fuer Familie, 2010d) based on IfD-Archiv Nr. 10036
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80
100
Obstacles for working parents
The structure of the German school system serves as an
obstacle for working parents, specifically, mothers, as
they are expected to care for their children once classes
end at lunchtime. As the table above demonstrates,
reforming the school system so that it spans the full day,
providing afterschool care, and lunches are all initiatives
that would ease the burden for working parents. This is
starting to change in Germany. In 2003 already a fifth
of schools provided afternoon programs, and more are
starting to follow (New York Times, 2010).
Long term care insurance
Long term care insurance is also part of the German
welfare system. Benefits received depend mainly on the
need of the individual. Three levels of care exist, the first for
those who need considerable amounts of care, the second
for those requiring intensive care, and the third reserved
for individuals with highly intensive care needs. Each level
corresponds with a higher provision of monetary support,
Corporate Best Practices
In the last few years, companies have increased their
offerings of family-friendly initiatives because they
have become more important to attract and retain
potential employees. Initiatives linked to workplace
flexibility, especially flexitime and flexible work weeks,
education programs and tele-work for employees
returning from parental leave have become widely
accepted and common initiatives in organizations
(Bundesministerium fuer Familie, 2006). The 30 biggest companies in Germany (German stock index Dax
30) all have adopted work-life balance initiatives that
are designed to attract and retain high potentials and
to increase employee motivation.
A.T. Kearney
from 205 Euros per month in the first level to 665 Euros
per month in the third level. Elderly Germans requiring
high levels of care can use this financial support to finance
formal care (from individual providers or a nursing home)
or informal care from their family members. Roughly 80
per cent of all frail elderly people receive care from at least
one family member, while other services are provided by
humanitarian non-governmental organizations (Arntz, Sacchetto, Spermann, Steffes, & Widmaier, 2007).
Eldercare
It is possible for employees to step out of the job for half a
year to provide elder care related services at home. Comparable to the parental leave, an elder care leave is planned
for the future. The idea is that employees can reduce their
working hours to 50 percent for a maximum of two years
and receive 75 percent of their wages. Subsequent to the
time off they have to work full-time and receive 75 percent
of their wages, until their work account is balanced (berufundfamilie. Eine Initiative der gemeinnuetzigen Hertiepossible. About 14 percent of their workforce already
uses some form of part-time employment. Bayer offers
on-site child care facilities in Leverkusen, Germany,
with 250 places for children between the age of two to
14 (Bayer, 2010).
BASF
BASF offers 60 day care spots at BASF day care sites,
and also back-up care if the child care arrangement of
one of their employees was cancelled at short notice.
BASF also continues to contribute to employees’ pension provision during any short or long-term leave for
child care or eldercare. Employees receive parenthood
or caregiver counseling and support for elder care /
nursing care as well as the possibility of two years of
unpaid leave for care time (BASF, 2012).
A.T. Kearney offers part-time and job sharing possibilities as well as sabbaticals and leave of absence (Rustemeyer & Buchmann, 2010). A.T. Kearney offers an
additional 20 days of unpaid vacation (vacation-plus)
every year to their employees and concierge services
that take some of the home responsibilities off their
consultants to help achieve a decrease in time-based
conflict (Rustemeyer & Buchmann, 2010).
Deutsche Bank
Bayer
Deutsche Lufthansa AG
Bayer offers workplace flexibility, such as a flexible start
and end to daily work, as well as annual work time accounts. Part-time employment and teleworking are also
Deutsche Lufthansa AG, recognizing the importance
of work-life balance, offers a range of working time
models that allow employees to best combine their
In order to attract and retain their high potentials,
Deutsche Bank offers their employees job-sharing and
part-time work (Deutsche Bank, 2010). Also, in addition
to the leave provided to all employees in the country,
Deutsche Bank provides an additional half a year of
parental leave. Deutsche Bank also offers sabbaticals
or leaves for other reasons.
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Stiftung, 2010b). The legislation allowing for family care
time (Familienpflegezeit) was passed in late 2011, and is in
effect as of January 1, 2012 (Bundesministerium für Familie, Senioren, Frauen und Jugend, 2010).
Hertie-Stiftung, 2010a). It reviews existing activities and
identifies organizational potential for further development
(berufundfamilie. Eine Initiative der gemeinnuetzigen
Hertie-Stiftung, 2010a).
Nongovernmental programs and company
initiatives
The auditing process has a number of different steps. First,
organizations are awarded a preliminary certificate demonstrating their commitment to working toward specific
organizational work and family goals. The organization,
in consultation and with support from the Hertie Foundation, has three years to develop the steps they will take to
improve their work and family programs and policies and
implement them. The Hertie Foundation has numerous
best practice examples in any of 8 organizational areas
related to improving the work family integration of employees and the work-family culture of the organization. After
three years, the organization is re-audited. If the organization achieves all of the targets that they set out to achieve,
the certificate is approved and the organization is allowed
to hold a quality seal for three years.
Nongovernmental programs
Since the late 1990s, the non-profit Hertie Foundation has
offered a berufundfamilie (work & family) audit certificate,
publicly certifying organizations which offer and strive
to improve a supportive work and family environment.
This audit is recommended by the leading German trade
associations and is under the patronage of the Federal
Minister of Family and the Federal Minster of Economics.
The berufundfamilie audit is a strategic management tool
that offers tailored and strategic solutions for organizations to improve the work environment for working families (berufundfamilie. Eine Initiative der gemeinnuetzigen
professional responsibilities with their personal interests. A program called Lufthansa Family Time offers
their employees the possibility of vacation time off for
child or elder care reasons (Lufthansa, 2010). Lufthansa also knows that healthy employees are happier
and more productive employees. They offer a wide
range of health programs or up to 62 different sports
clubs in which employees can participate (Ruehl,
2010).
Discovery Communications Deutschland
Discovery Communications Deutschland has 13% of
their employee population working part-time, including job shares. Employees also have access to flextime
schedules varying their start and end times around core
hours of 10-4. Discovery Communications also provides
sabbaticals, unpaid leave, and flexible re-integration
schedules to employees with various dependent care
responsibilities. The company has a positive approach
to requests for flexibility—creative and supportive solutions are found so that most requests are approved.
PricewaterhouseCoopers
PricewaterhouseCoopers Germany offers workplace
flexibility to their employees (Riester & Dern, 2010).
Their work environment is based on a yearly work account of 40 hours per week. If more hours are billed at
the end of the year, the employee receives additional
financial compensation. If fewer hours on the account
are billed, the negative balance is transferred to the
next year and can then be balanced by the employee.
Siemens
Siemens supports their employees securing child care
placements, providing more than 500 spots close to
their workplace that range “[…]from nursery school to
mixed-age facilities for children from birth to twelve,
from cooperative facilities with municipalities or other
companies to parent initiatives founded by Siemens
employees” (Siemens, 2012). The goal is to increase
the spots to 800 by the end of 2011. Also offered at
Siemens are re-entry programs after the birth of a child
and “stay-connected” programs during maternity leave.
Concerning elder care, Siemens offers its employees
information, advice or specific care arrangements (Siemens, 2012).
Volkswagen
Volkswagen also follows a comparable approach with
different part-time and shift models for their employees at production sites as well as in the services sector
(Volkswagen, 2012). At some factories, special child
care facilities are available that foster the re-entry to
work after the birth of a child (Volkswagen). Additionally, employees are eligible for five year sabbaticals, and
the company guarantees that they will be able to return
to their same occupational group after that period
(Volkswagen AG, 2006).
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SUMMARY AND CONCLUSION
The German government and industry understand the importance of balancing work and life by offering a wide range of state and organizationally
based initiatives. Due to decreasing birth rates and the expected demo­
graphic shifts that will lead to a shortage of skilled labor in the future, and
the increasing importance of combining work and life for growing a proportion of dual career families, there have been some noticeable changes in
work-based policies. For instance, increasing the retirement age to help
secure the welfare system at the same time as providing parent’s money,
parental leave or increasing day-care spots appear to be efforts readily accepted by the population of Germany.
However, there are areas where the compatibility of work and family in
Germany leave room for additional improvements. Even though the government and organizations have invested in initiatives for parents with newborn children, there remain challenges. For example, parents with schoolage children under the age of 18 still face problems such as reliable school
hours, homework supervision, or lack of all-day schools that hinder full-time
employment. Also the range of resources to support elder care leaves room
for enhancement. The idea of introducing an elder care leave seems to be a
step into the right direction.
Furthermore, attention has to be paid to how small to medium sized companies can provide comparable work-life programs as the larger enterprises,
since they play an important role in the German economy (Dowideit, Ettel,
& Grabitz, November 20th, 2010).
Nevertheless, it seems that the success of combining work and life depends
heavily on the organizational culture, combining career and family still appears
to serve as a marketing tool to attract high potentials rather than a fulfilled
promise (Dowideit et al., November 20th, 2010). Lack of acceptance of work-life
issues are often seen in missing support of supervisors that sometimes still follow a traditional family approach or make evaluations of their employees based
on face-time. Even though more than 65 percent of mothers are in the labor
force (Bundesagentur für Arbeit, 2010a), it is still difficult for them to combine
their careers and family, evident in the fact that they are underrepresented in
positions of power (Dowideit et al., November 20th, 2010). Male employees
face similar problems if they want to work part-time in order to take care of their
children or ask for parental leave. Already Wallace and Young (2008) have stated
that: “For family-friendly firms to be successful in promoting employees’ work–
family balance they need to have a supportive work–family culture.” (Wallace &
Young, 2008, p. 113, and for comparable thoughts, see also Harrington & Ladge,
2009, Lyness & Kropf, 2005, Thomas & Ganster, 1995).
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A Publication of the Boston College
Center for Work & Family
About this Series
Wr itten for an executive level audience,
the Boston College Center for Work &
Family E xecutive B riefing Series addresses
topical and strategic issues of particular
relevance to the current business climate.
The series highlights research findings,
data trends and best practices in a concise
format, aiming to foster action-oriented
dialogue within organizations. E ach issue
features an accompanying PowerPoint
presentation that captures key points and
includes a section for practitioners to customize and add organization-specific data.
About the Center
Si nce its founding in 1990, The B oston
College Center for Work & Family has
been a national leader in helping organizations create effective workplaces that
support and develophealthy and productive employees. The Center provides a
bridge linking the academic community
to the applied world of the work/life practitioner and has three main focus areas:
research, membership, and education.
The Center is committed to enhancing
the quality of life of today's workforce by
providing leadership for the integration
of work and life, an essential for business
and community success.
The Boston College Center
for Work & Family
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Chestnut Hill, MA 02467
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